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Learn the practices that separate high-performing from underachieving teams — and how to master them.
A survey by Heidrick & Struggles reveals top drivers of disruption in the industry: anticipated threats are top of mind for healthcare and life sciences senior executives.
A series of panel discussions at Stanford suggest that the sources of instability are multiplying for both companies and countries. Success will require a sharper focus on the development of human capital—and the concerted application of technology to solve complex problems.
Subject matter experts, including Heidrick & Struggles vice chairman Ted Dysart, discussed the right mix of knowledge and insight for executives at the NACD Leading Minds of Governance–East forum.
Boards increasingly recognize the importance of addressing environmental, social, and governance concerns to ensure long-term success. But they may be overlooking crucial matters of talent that can help to optimize their efforts.
Far too many internal training programs waste money and align poorly with the company’s long-term strategy. They can do better.
Disruption is here to stay, and many companies are failing to keep pace. A multiyear research effort highlights ways companies, teams, and leaders can mobilize, execute, and transform with agility.
Boards can secure valuable competitive advantage by addressing the factors that speed up, or delay, organizational performance at each stage of a merger or acquisition.
As Rome’s leaders found, talented individuals are the lifeblood of successful teams—but they must be united in a common purpose, lest the blood is spilled on the wrong side of the battleground.
A look at three of William Shakespeare’s well-known historical dramas highlights leadership archetypes that have relevance for 21st-century CEOs.
A closer look at the works—and business career—of William Shakespeare offers lessons for contemporary leaders of all stripes.
Shakespeare’s literary and economic success depended more on business-model innovation and collaboration than most contemporary readers imagine, explains noted scholar James Shapiro.
The founder of Australian theater company Bell Shakespeare reflects on the importance of forging a strong team, embracing a culture of learning, and, when necessary, dealing with people who put the organization at risk.
Dynegy CEO Robert Flexon discusses a successful turnaround strategy that included a culture ‘reset’ as a critical pillar to create a winning, agile mind-set that has propelled three-fold growth.
The divergent experiences of two banks illustrate the importance of organizational agility and serve as a cautionary reminder that, whatever the industry, pace decides the winners.
As an HR leader, how can you help a new CEO cope with the demands of the role and become a success?
The Taiwan Stock Exchange Corp. is taking steps to improve board governance among listed companies.
US companies of all stripes can benefit from more diverse senior management with a broader range of cultural experiences and cognitive skills. Developing such leaders will be a competitive necessity in an increasingly complex world.
Today’s fast-paced and more globally interconnected business environment puts a premium on a portfolio of skills that include empathy, cultural awareness and flexibility, and greater “experience diversity.”
By adhering to these recommended principles and practices — objectivity, dialogue, appropriate involvement of management, attention to major investors, and prudent use of outsiders — boards can more adequately and accurately respond to an activist’s approach.